This exercise can be found on page 11 in “Toolbox 2.0 for Strategic Leadership of Innovative Networks”. You can download a PDF version of the toolbox here.
In the “Cases” dropdown (previous page) there is an example of how the hedgehog model was used to analyse the tourism industry in Jostedalen.
Exercise 1: Create one or more groups who work on the questions in table 1
Table 1. The hedgehog principle: Main questions and secondary questions.
|Tourism Network “Fjordane”|
|Main Question||Secondary question|
|What can we do?||What are our core skills/competencies? What can we be best in the world at? If we lack some competency, will we be able to acquire this? How?|
|What do we want to do?||What do we want to do? What are we passionate about? What is our first choice, if we have the opportunity to choose? Can we discuss this in the light of the replies to the other two questions?|
|What should we do?||What is our market? What does this market have a demand for? What can we make money on? What can’t we make money on? Are we aiming at specific niches?|
Exercise 2: What are the consequences of what was agreed on in exercise 1?
• Overlap between all three: Natural areas to invest in/pursue
• Overlap between can and should: Consider changing priorities
• Overlap between want to and should: Try to mobilize supplementary resources or recruit competencies that are lacking.
The hedgehog principle may be a device for figuringout if the network is still viable. If there is no desire to terminatethe network, the leaders and participants, especially in mature networks, have to think the situation through: Will restructuring be necessary? Are changes required to achieve new growth? The formative phase and the transition phase are both critical phases, and the public sector has totake on an active role if the hedgehog principle indicates that the network assessed is important for this region. In the growth and maturation phases, the public sector may take on a less prominent role, and to a greater extent leave the field to the businesses in collaboration with R&D. But even then the public sector needs to stay vigilant and ready to respond as necessary.
The hedgehog principle, as an overarching strategic tool, needs to be seen in the context of other tools that are presented here.